Becoming A Strategic Thinking Manager and Leader

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OBJECTIVE

• Managers know the big picture on the running business unit.
• Managers understand all aspect on business functions across finance, operation, marketing, learning/growth and customer.
• Managers can align with other dept and creating internal value chain.
• Managers can trigger change in himself, department and organization.

COURSE OUTLINE

1. Strategic Level and Helicopter View
   • Results of research on: Why companies can be successful
   • From 7s to BSC
   • The latest research: 7 Essentials of High Growth Companies (David G. Thomson)
   • From Billion Dollar Lessons to How the Mighty Fall (Jim Collins)
2. Results of Research on: Why Even Successful Companies Could Fail
   • Differentiate (Uniqueness) or Die
   • Analyzing External Environment: PESTEL
   • Industry Analysis 5 Forces
   • TOWS Analysis
   • 5Cs: Company – Customers – Competitors – Changes – Collaboration
   • Understanding Vision and Mission
   • Business Model – Source of Revenues
3. Turning Strategy into Execution
   • Strategic Thinking
   • Definition of Strategy
   • Connecting Mission, Values, Strategy and Vision
   • Types of Strategy
   • Generic Strategy
   • Value-based Strategy
   • Blue Ocean Strategy
   • Strategy Paradox
   • Strategy Map and Balanced Scorecard
   • Strategy and Communication
4. Customer Focus Organization
   • How Customers Think (Strategic Thinking)
   • Indonesian Consumer Behaviors (Strategic Thinking)
   • 3 Segments (Strategic Thinking)
   • Strategy for Each Segment (Treacy Wieserma)
   • Understanding Marketing Metrics (Strategic Thinking)
5. Triggering Change
   • Managing Change for Yourself (Strategic Thinking)
   • Managing Change for Your Department Using 5C and 3G (Strategic Thinking)
   • Managing Change for Your Organization Using 8 Steps (Strategic Thinking)
   • Risk Management (Strategic Thinking)